Fuelling The Asian Growth Engine Talent Challenges . - Deloitte
Fuelling the Asian growth engine Talent challenges, strategies and trends A Focus on Asia December 2012
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Contents Executive Summary 4 1. Business in Asia 5 2. The talent landscape 7 3. The picture of leadership 11 4. Current people practices 15 5. People management priorities 19 6. Key recommendations 21 Country Insights: China 27 Country Insights: India 33 Country Insights: Indonesia 39 Country Insights: Malaysia 45 Country Insights: Singapore 51 Country Insights: Thailand 57 Country Insights: Vietnam 63 Appendix A: Methodology 68 Appendix B: Explanation of key terms 69 Appendix C: List of participating organisations 70 Appendix D: Contact list 74 Talent challenges, strategies and trends 3
Executive summary The emerging economies of Asia are increasingly playing a critical role in the global arena, even as there is continuing turmoil and uncertainty in other parts of the world due to economic, financial and political upheavals. While Asian economies are undoubtedly impacted by global headwinds, most of them have been buffered by their sound economic and policy fundamentals, healthy domestic demand and continued inflow of Foreign Direct Investment (FDI). Meanwhile, Asia is undergoing its own transformation: many countries in Asia are experiencing greater economic prosperity and rising affluence, translating into higher demand for goods and services. As businesses flock to Asia to capture the opportunities presented by an emerging customer base, they need to be mindful of the intensifying competition for talent and leadership, which are fundamental assets to achieve business sustainability, competitiveness and success in the region. To provide greater insights on these issues and to further understand the talent priorities and strategies of organisations operating in Asia, Deloitte Consulting and the Human Capital Leadership Institute invited local organisations and foreign multinationals (MNCs) operating in Asia to participate in a talent and leadership study entitled, “Fuelling the Asian growth engine – talent challenges, strategies and trends”. The study reveals that the top business challenges faced by businesses in Asia are related to “driving business growth”, “dealing with increased competition”, “achieving better operational efficiency” and “managing cost pressures”. In an effort to remain competitive, companies in Asia are focusing on improving quality and enhancing value, as well as promoting innovation. 4 In terms of talent, organisations in Asia appear to experience significant challenges with overall talent scarcity and especially with talent retention and attraction. Furthermore, the leadership pipeline in some organisations in Asia appears weak, primarily due to the difficulties faced by organisations in retaining talent with leadership potential. Interestingly, while the survey respondents reported that driving business in Asia requires some specific leadership competencies, they did not believe that the ethnicity of the leaders has any bearing on the ability to lead in Asia. In response to these challenges, organisations in Asia are adopting various approaches. Popular practices include the pursuit of diversified recruitment channels, leveraging of the employer brand during recruitment and investment in graduate (or entry-level) programmes. The survey findings suggest that most of the talent efforts are focused on immediate, tactical priorities (e.g. efforts to retain talent), and less on future-oriented strategies (such as leadership development). Respondents across Asia have also identified technology as a key enabler of their talent strategies. Overall, the survey findings highlight the business challenge of driving business growth amidst competition and cost pressures, as well as talent challenges of talent scarcity, leadership shortages, competency gaps and employee expectations. The recommendations proposed in the last section of this report emphasise the need to balance both strategic and tactical people objectives by optimising internal and external infrastructure synergies across the talent ecosystem. However, it is important for each organisation to ponder carefully on which practices would work best for them and to prioritise solutions based on the organisation’s specific needs, capabilities and capacity.
1. Business in Asia Asia is a region associated with business opportunities. Increased wealth, a rising middle class, and new customer segments all form a familiar terrain. On the supply side, it has been synonymous with low cost manufacturing. Today, the opportunities remain, but easy gains are perhaps less attainable. With globalisation intertwining the fates of economies, the slowdown in the United States, Europe and Japan is having a spillover effect on Asia. Costs across Asia are also on the increase, and there are infrastructural and regulatory challenges to deal with. Perhaps the biggest challenge of the region lies in its diversity. Cultural differences aside, Asia’s 49 economies can be classified into: (a) seven high income, developed economies; (b) 11 fast growing, converging economies; and (c) 31 slow or modest growth, aspiring economies1. Businesses will need to adopt different strategies for success in different Asian markets. Underpinning the formulation and execution of these strategies is the quest for talent and leadership. Human capital issues are now widely recognised as being critical to business sustainability, competitiveness and success, and firmly feature at the top of most CEOs’ agendas. With this in mind, Deloitte and the Human Capital Leadership Institute embarked on a study of 212 Asia-based organisations, with a view to understanding their business priorities and the people strategies deployed to support these priorities. Aligning with market interest, the study covered seven Asian countries: emergent giants China and India, and Southeast Asian economies Indonesia, Singapore, Malaysia, Thailand and Vietnam. 1 This report first focuses on Asia as a region, highlighting similarities and drawing out insights and recommendations that can apply across the seven countries. Recognising the need for country specificity, the Country Insights section goes on to provide a snapshot of the talent challenges, strategies and trends for each country. 1.1 Key business challenges: driving growth amidst competition and cost Regardless of cultural or economic diversity, organisations in the seven Asian countries surveyed all have one top business priority in common: fuelling the growth engine. Our findings show that “driving business growth” was ranked by the most number of organisations as a top business priority. This was consistent across the surveyed locations, with the exception of Indonesia and Vietnam where this priority ranked a close second. Unfortunately, while recognising the criticality, most respondents surveyed across Asia (90%) noted that “driving business growth” is a key business challenge faced by their organisations. “Asia 2050: Realizing the Asian Century” Asian Development Bank, 2011 Talent challenges, strategies and trends 5
Figure 1: Key business challenges faced by organisations Driving business growth 51% Dealing with increased competition 45% Achieving better operational efficiency 24% 42% 30% 21% 16% 39% 7% 46% Instituting better governance within your organisation 36% 8% 27% Dealing with increased scrutiny of the organisations's corporate and social responsibilities 22% Gaining access to capital 22% 77% 71% 63% 46% Keeping pace with technological changes Executing mergers & acquisitions 78% 33% 47% Fostering and sustaining innovation 85% 20% 44% Expansion into new markets 90% 40% 57% Dealing with cost pressures Keeping pace with regulatory environment 39% 44% 6% 34% 8% 29% 4% 25% Challenging Very Challenging Beyond business growth, other important priorities that were surfaced as key business challenges in Asia include “dealing with increased competition” (especially relevant in Indonesia and Vietnam) and “achieving better operational efficiency” (noted as a particular pain point in Thailand, Indonesia and India). In addition “dealing with cost pressures” is cited as a key challenge as well (especially relevant in Singapore). Perhaps the increasingly competitive landscape experienced in Asia deserves an examination into its implications. The study reveals that most organisations felt that competition is forcing a focus on “quality and value” (85%), as well as “innovation as a key market differentiator” (83%). At the same time, on the human capital front, competition is “putting upward pressure on wages” (83%), and “forcing employers to enhance their brand” (80%). On this note, it is timely to turn our attention to the talent landscape in Asia. What are the key people and leadership challenges that may derail the topmost business priority of driving growth? Despite increasing competition, rising costs, and gaps in operational efficiencies, what are the key talent strategies and trends that may just help businesses fuel their growth engine in Asia? 6
2. The talent landscape Our findings reveal that the talent landscape across Asia is characterised by an overall scarcity of talent, as reported by 71% of our survey respondents. This talent shortage, to be interpreted in relation to demand, leads to competition for the same resources, which in turn results in challenges in attracting and retaining the right employees. Figure 2: Talent landscape Talent Identification 63% Overall Talent Scarcity 71% Talent Retention 83% Digging Deeper: “Talent challenges felt by all” Talent Attraction 81% Our research suggests that talent challenges are equally faced by both local and multinational corporations (MNCs), whether in terms of talent scarcity, attraction or retention. 2.1 Talent identification: opportunities to enhance understanding of talent needs While talent identification is not the most commonly experienced challenge, it still confronts 63% of our survey respondents. When queried about specific causes behind the challenge, 39% cited the lack of systematic and objective processes, whereas 36% pointed to managerial inability to consistently recognise high-potential candidates. Another 27% of respondents reported that they are unsure as to where to find the needed talent, and an equal proportion reported having an unclear understanding of future talent needs. 2.2 Talent attraction: approaching talent via multiple channels Concerning talent attraction, this is a challenge reported by a significantly high proportion of organisations across Asia (81%). Most respondents attributed their talent attraction challenge to the fact that they compete for the same talent with other organisations (88%). This was a perception popularly shared across all seven countries surveyed. Talent challenges, strategies and trends 7
To compete in the war for talent, organisations typically use strategies related to employer branding and rewards. Increasingly, organisations are adopting generational strategies, recognising the need to develop different value propositions for each generational segment of the workforce. Despite this diversity of approaches, a significant proportion of organisations are still challenged to attract talent. For instance: Although 80% of respondents stated that competition is forcing them to enhance their employer brand, 45% reported that their brand as an employer is not strong enough to consistently attract the right talent. Although 73% of respondents reported that competition is forcing them to reward staff based on results, 37% feel that their rewards are not competitive enough. Also, 39% of respondents reported that their value proposition is not attractive to the younger generations. Figure 3: Employer branding and challenges to talent attraction Probability analysis indicates weak employer brand being closely related to talent attraction For every 10 respondents that agreed their Employer Brand is not strong enough. at least 9 found attracting talent a challenge From a country perspective, more respondents from Vietnam (63%) reported challenges with employer branding compared to India (34% of respondents). From an industry perspective, more Business Services (70%) and Real Estate firms (71%) reported challenges with employer branding, versus Conglomerates (only 33% reported this as a challenge). Digging Deeper: “Life Sciences & Healthcare face fierce competition for talent” From an industry perspective, Life Sciences and Healthcare respondents reported key challenges specific to talent attraction. 100% said that they compete for the same talent with other organisations, while 77% felt that rewards are not competitive. In contrast, none of the respondents from the Energy & Resources industry found issue with the latter. 8
2.3 Talent retention: confronting the employee expectations paradox Most prevalently, retaining talent within an organisation is a real challenge across Asia (83%). This was expressed by respondents in all the countries surveyed. Figure 4: Specific challenges to talent retention Employees expect faster career progression 58% 33% Employees expect better rewards 59% 27% Employees expect better work-life balance 53% Employees expect greater flexibility in working arrangements 27% 57% 43% 12% 55% Employees want more responsibilities sooner 44% 8% 52% Our leaders, managers and supervisors struggle to manage across generations 37% 10% We lose talent to organisations in a different industry sector 36% 10% 46% Employees are looking for cross-functional experience rather than vertical growth within a function 35% 9% 44% Employees are looking for overseas job assignments 36% 30% 86% 80% 17% 74% Younger employees join the company not expecting to stay for more than 3 years Our competitors have a stronger "employer brand" Our leaders, managers and supervisors struggle to manage across cultures Employees expect a strong commitment to Corporate Social Responsibility Employees join the company with unrealistic expectations 91% 48% 5% 40% 9% 39% 30% 6% 36% 30% 5% 36% 27% Employees feel they are not learning enough in their current role 25% 8% 35% 5% 30% Agree Strongly Agree Respondents agreed that satisfying employee expectations is the main hurdle to retaining talent. Unfortunately, employee expectations are not of one type, but several. To just name the most predominant, expectations concerning career progression are cited to be a challenge by 91% of respondents; better rewards by 86%; and work-life balance by 80%. It appears, therefore, that organisations are expected to provide faster career progression and better rewards, whilst at the same time delivering better work-life balance. Digging Deeper: “Public sector employees have more manageable expectations around rewards?” Across all industries, fewer respondents from Public Sector (60%) reported challenges due to employee expectation of better rewards. Contrast this with Life Sciences & Healthcare, where all respondents unanimously report this as a challenge. Talent challenges, strategies and trends 9
Such employee expectations present a paradox to organisations. How do organisations promote employees into roles that they may not be ready for, pay them more even as they grapple with cost pressures, and provide work-life balance when intensifying competition and demanding customers require higher performance levels? Interestingly, organisations appear to have accepted these expectations as the “new normal”: only 35% of respondents felt that employees join with unrealistic expectations. The negotiating power of employees has undoubtedly increased. In an environment of talent scarcity, our research indicates that this employee expectations paradox is experienced across all countries, industries and at both local and multinational corporations. Figure 5: Talent scarcity and higher employee expectations Probability analysis indicates talent scarcity being closely related to employee expectations of faster career progression and better rewards at least 9 agreed their employees expect faster career progression For every 10 respondents that found overall scarcity of talent challenging. at least 8 agreed their employees expect better rewards 2.4 Talent competencies: non-technical competencies more difficult to find Our findings so far suggest that there is an overall scarcity of talent, leading to challenges with attraction and retention. Exploring further, what are some competencies that employers are looking for, and deem scarce across Asia? It appears that the main challenge does not lie with technical competencies. 59% of respondents reported being consistently able to find people with the necessary technical skills for their industry (although 68% struggle to then retain them due to high demand). However, when it comes to non-technical competencies, a different picture emerges. Innovativeness, risk-taking and entrepreneurship seem to be harder to find. Only 43% of organisations surveyed reported that their ability to innovate is adequate for their business, and a similar percentage (42%) cited that their employees are willing and able to take calculated risks. A slightly lower proportion of respondents (40%) reported having the right level of entrepreneurial spirit amongst their workforce. Given that these competencies are critical to many organisations’ competitive strategy of differentiating via innovation (refer section 1.1), this picture is a cause for concern. 10
3. The picture of leadership An examination of the talent landscape in Asia will not be complete without a mention of its leadership at the top. In this section, we explore the competencies needed for leading in Asia and the challenges of leadership development in this region. 3.1 Leadership competencies: a different breed of leaders needed for Asia but ethnicity is not considered a constraint Our findings suggest that a different breed of leaders is needed for Asia: 81% believe that driving a business strategy in Asia requires specific leadership competencies. Figure 6: Asia requiring specific leadership competencies 81% Do you think that driving a business strategy in Asia requires specific leadership competencies? 10% 5% 4% Yes No Don't know N/A When probed to offer qualitative responses as to what these Asia-specific competencies may be, the two most common cited by respondents are the “ability to manage change” and “cultural sensitivity and adaptability”. Reassuringly, at least for the latter, “cultural sensitivity and adaptability” was also rated amongst the least difficult competencies to find. This should not be entirely surprising, considering the cultural diversity that exists within Asia and the emerging nature of some of its markets, which lends itself towards volatility and uncertainty. Prior studies conducted in this area2 seem to confirm that the accelerated pace of change in Asia requires leaders to be extremely adaptable. The popular perception that specific leadership competencies are needed for success in Asia may also raise the question whether the leader’s ethnic background has bearing on his/her leadership effectiveness. Our findings suggest that a majority of survey respondents (61%) felt that this is not the case, with many citing that it really depends on the individual. However, a significant minority (37%) do believe that Asian leaders, including returning Asians, are better suited to drive business growth in Asia. 2 “Developing Top Leaders for a Globalized Asia”, Human Capital Leadership Institute & Center for Creative Leadership, March 2012 Talent challenges, strategies and trends 11
Figure 7: Leaders for Asia - demographic group best suited to drive business strategies in Asia 1% 10% 8% Depends on Individual Asian Leaders 51% 29% Returning Asians No Difference Non-Asian Leaders Digging Deeper: “Leadership preference in India and China” When compared to the other countries, proportionately more respondents from India (48%) and China (33%) reported that Asian Leaders are better suited to drive business in Asia. Also, very few respondents from these two countries (3% and 10% respectively) favoured returning Asians to drive business in Asia. Taken together, these statistics suggest that in order to succeed in these economies, leaders will need to possess an entrenched web of local relationships, which may not be available immediately to returning Asians. Asian specificity aside, our findings also suggest that some critical leadership competencies are simply universal. While no single competency was overwhelmingly voted as the most critical, the two competencies most highly rated in the immediate term, relatively speaking, are “driving results” (17%) and “strategic thinking” (14%). “Vision”, as a leadership competency, was mentioned by 10% of respondents in relation to the current horizon, and gains even more importance in the next five years. 12
Figure 8: Critical leadership competencies: currently and in the next 5 years 20% 18% 15% 14% 10% 5% 0% 17%17% Leadership Competencies: Critical currently Leadership Competencies: Critical in the next 5 years 15% 10% 12% 11% 9% 8% 9% 7% 7% 5% 4% 5% 5% 4% 5% 4% 3% 3% 3% 1% Tellingly, these competencies are all relevant to the top business priorities identified earlier: driving business growth amidst increased competition and cost pressures (refer section 1.1). It is therefore somewhat concerning to find that “strategic thinking” was most commonly highlighted as a leadership competency that is difficult to find. A greater cause for concern: only about half of our surveyed respondents (51%) felt that their leaders have adequate leadership competencies. These findings point to the fact that there is a dearth of leadership competencies in organisations across Asia. Unfortunately, sourcing beyond one’s organisation for better leaders does not seem to be the answer: 68% of our respondents felt that the quality of leaders in the market is challenging, and a similar number (67%) also expressed concerns with the market availability of leaders. One alternative is for organisations in Asia to identify and develop their leaders internally. We now turn our attention to the challenges that organisations face in this area. 3.2 Leadership development: challenges due to upstream issues of talent retention Interestingly, the commonly experienced challenges to leadership development are not related to a lack of external support infrastructure (e.g. executive development programmes). Nor are they due to perceptions that returns on leadership development initiatives are low, although the upfront cost of leadership development programmes impedes more organisations. Instead, the most commonly cited challenges point to the upstream issue of talent retention. 81% of organisations surveyed are challenged to retain talent with leadership potential, while 75% find it difficult to establish a healthy pipeline of potential leaders. Talent challenges, strategies and trends 13
Figure 9: Challenges to leadership development Retention of talent with leadership potential 48% Availability of a healthy pipeline of potential leaders in the organisation 50% Ability of current leaders to develop people in Asia 39% Availability of systems and processes to identify high-potential leaders 41% Cost of leadership development programs 38% Historically low ROI from leadership development initiatives Inadequate external resources to support leadership development in Asia (e.g. executive development, leadership coaching) 33% 25% 15% 81% 75% 54% 12% 53% 8% 45% 25% 7% 32% Challenging 24% 5% 29% Very Challenging It appears, therefore, that many organisations in Asia are faced with a dilemma: they need to develop leadership capabilities in order to support business strategies, but the fierce competition for talent means that those very same resources that are being developed also have a higher probability of being poached by other organisations. Digging Deeper: “Lack of systems and processes impede ability to identify potential leaders” From a country perspective, more respondents from China (73%) cited the availability of systems and processes to identify high-potential leaders as challenging, when compared to respondents from Singapore (35%). In addition, the study also found variation between company types. Overall, this issue is proportionately more prevalent amongst local organisations (67%) compared to foreign MNCs (41%). 14
4. Current people practices The talent landscape and picture of leadership in Asia reflect many challenges, particularly on the recruitment, retention, and leadership development fronts. In this section, we explore what organisations are already doing in response to these issues. What are the more effective practices, and are there strategic enablers worth considering? 4.1 Recruitment practices: multiple recruitment channels popular and effective Across Asia, usage of multiple recruitment channels is a common practice, and deployed quite effectively. Other common recruitment practices include leveraging the employer brand or graduate/ entry level recruitment programmes. 80% of organisations that have deployed these practices found them effective. Figure 10: Deployment of talent recruitment practices and their effectiveness We have diversified our recruitment channels to reach more suitable candidates 80% 80% 77% We leverage our brand heavily as part of our recruitment strategy 83% 75% We invest in a graduate/entry level recruitment program to build a pipeline of future talent 0% 0% 81% 100% 80% 60% 40% 20% 20% Deployment of Talent Practices 40% 60% 80% 100% Effectiveness of Talent Practices Deployed In view of the reported scarcity of talent in Asia, we also explored the extent to which organisations are adopting global sourcing strategies to meet their staffing needs. Figure 11: Deployment of global sourcing practices and their effectiveness 56% International Assignments are an important part of our talent strategy 78% 56% We move employees across borders to meet our business/staffing needs We have a comprehensive Global Mobility framework to support our international assignments 79% 45% We regularly look for suitable candidates overseas We have outsourced some of our business processes as part of our talent strategy We have offshored some of our functions and/or processes as part of our talent strategy 35% 32% 24% 100% 80% 60% 40% 74% 20% Deployment of Talent Practices 0% 64% 65% 73% 0% 20% 40% 60% 80% 100% Effectiveness of Talent Practices Deployed Talent challenges, strategies and trends 15
Our findings reveal that international assignments and movement of employees across borders are the most common global sourcing practices, and more than proportionately effective. While crossborder employee movements are expected to continue to play a critical role in the talent strategies of organisations in Asia, it must be highlighted that expatriate packages are likely to become increasingly leaner, due to cost considerations. In addition, international assignments can be costly and complex, especially on account of regional variations around employment laws, local benefits and tax regulations in some markets within Asia3. As a case in point, there are numerous restrictions on hiring of expatriate labour in Indonesia, on account of the government’s efforts towards reducing unemployment in the country4. These constraints may also explain why organisations do not regularly seek out candidates based in overseas markets, with only 35% of respondent organisations reporting adoption of such a practice. Digging Deeper: “Global sourcing deployed selectively across Asia” Very few respondents from Indonesia (27%) reported they look for suitable candidates overseas, and even fewer reported that they do so effectively (25%). By contrast, Singapore seems to have higher adoption and effectiveness scores (36% and 75% respectively) for sourcing of overseas candidates, presumably due to its prominence as a regional (and increasingly global) hub. Meanwhile, China shows high adoptions rates (75% on aggregate) for Global Mobility programmes (i.e. International Assignments and movement of employees across borders). 4.2 Retention practices: taking steps to meet employee expectations The retention practices adopted by organisations in Asia reflect an awareness of the multiple employee expectations regarding career progression, rewards, and work-life balance. Figure 12: Deployment of talent retention practices and their effectiveness We have special remuneration schemes for roles that are critical to organisational success 69% We leverage non-monetary rewards heavily as part of our talent retention strategy 66% 43% 43% 40% 20% 0% Deployment of Talent Practices 3 4 16 78% 66% 73% We have developed different retention strategies for different generational groups 42% 60% 76% We have flexible workforce arrangements to attract/retain a larger talent pool (e.g. flexible hours and locations) We use workforce analytics to identify highpotential employees who are at risk of leaving the organisation Our Line Managers have KPIs linked to the retention of their staff 47% 100% 80% 86% “HR & Mobility Challenges of Emerging Markets”, Dec 2011, Mercer “Into Indonesia”, May 2012, PageUp People Research 73% 0% 20% 40% 60% 80% 100% Effectiveness of Talent Practices Deployed
Rewards still appear to be the most effective retention tool, but it appears that employers are becoming more discerning as to where they put their money. In fact, 69% of organisations indicate that they have special remuneration schemes for their critical workforce, and 86% of this group rated this practice as effective. Employers are also leveraging non-monetary rewards, with 66% of respondents making use of this practice and 76% of this group rating the approach effective. Pres
2.2 Talent attraction: approaching talent via multiple channels Concerning talent attraction, this is a challenge reported by a significantly high proportion of organisations across Asia (81%). Most respondents attributed their talent attraction challenge to the fact that they compete for the same talent with other organisations (88%).
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